Traditional Approaches For Job Design

Scientific Management, or Taylorism, is a theory of management by F. W. Taylor that analysed how the highest economic efficiency, especially labour productivity, can be achieved, hence the greatest prosperity for both employers and employees. The four principles that he brought forward are the replacement of the ‘rule of thumb’ work method with a scientific way to study work, matching and training the most suitable person to do each particular job scientifically instead of leaving the workers to choose their own work and teach themselves, the provision of detailed instructions and standard operating procedures by the managers to workers to ensure “all of the work being done in accordance with the principles of the science” and the division of work between workers and managers, which managers are responsible for planning and supervising while workers are to complete the tasks they are assigned to.

There have been sufficient changes regarding job design over the past decades, including the rising popularity of new practices such as employee involvement (Maxwell, Richard & Sandra 2008). With new induction of theories, an analysis to illustrate the similarities and differences was made between the content and process theories; chosen theories being the two-factor theory and equity theory respectively. Implications of integrating various theories like the Job Characteristics Model (JCM) by Herzberg and Oldham (1980) and the four major approaches to job design will be discussed, focusing on how they influence motivation in practice.

The operationally focused portion of the job displays aspects of the classical theory of job design

Goal setting is about linking tasks to performance and it is used to establish and present counsel to employees on how much efforts are demanded and what work need to be done. In the HIS case work reflects the goals of the department. At the lowest point, which is the employee level, a job is set as task, duties, assignments and duties for a stratum of employees. The overall work would be constituted by the total aggregation of all department jobs. The role of the leaders will be to examine departments alignment in order to achieve organizational goals. Four different levels being engineering, restructuring, work redesign and job redesign are used to align organizational goals. Health information

After reading the case study, Job Redesign for Expanded HIM Functions, I have decided to analyze a little bit from it. I will be studying the different principles and how they are applied to the case. I will also speak a little bit about the outcomes and even the impact that it had in various departments.

Job design is, first, the division of an organization 's work among its employees and, second, the application of motivational theories to jobs to increase satisfaction and performance. Two approaches to job design are fitting people to jobs (the traditional approach) and fitting jobs to people.

Job design requires the assembly of a number of tasks into a job or group of jobs. An individual may carry out one main task that consists of several interrelated functions. Complexity of a job may be a reflection of the number and variety of tasks to be carried out or the range and scope of the decisions to be made or the difficulty in predicting the outcome of the decisions.

Scientific management has three basic starting points：1 Seek the highest efficiency，the core problems is to improve labor productivity。2 explore the significant means to achieve the highest efficiency；3 Requires management personnel mutual cooperation，work together and joint efforts。（the principle of scientific management Frederick Winslow Taylor）

Scientific management is an organizational theory that was discovered by Frederick Taylor. He was concerned with scientifically developing the worker to become more efficient. Taylor wrote a book called, The Principle of Scientific Management (Rimer, Waring, Wrege, & Greenwood, 1993). In this book he highlights four major principles to his theory. The first is that there is one best way to do every job. This is determined through time and motion studies to determine what’s the most effective way. The second point is proper scientific selection of workers. Thirdly, is properly training the workers in what is deemed as the best practice. The last point is defining the inherent differences and relationships between manager and worker. Managers should be in charge of administrative tasks, as well as being the thinkers, and planners of the organization. Workers on

The first method analyzes that of observation and performance. Observation of incumbents on the job lets individuals within the Human Resource department know how well the incumbent follows policies and procedures as well as what needs to be adjusted. Job performance is analyzed normally by a superior such as an individual of the management team to witness how well the incumbent performs their job. Observation is appropriate for jobs that require manual, standard, short cycle activities, while job performance is appropriate for jobs that an analyst can learn readily (Cascio & Aguinis, 2011). A potential weakness with observations would be the amount of detail that is provided. The less details that are provided, the less accurate information Human Resources would receive. This could be detrimental to an organization because if honest and accurate information is not presented, the potential problems will just continue to happen. As stated in the text, a job analyst does not want to become intrusive to the job being observed. If an analyst gets in the way of a job, they could cause harm to themselves or other individuals (Cascio & Aguinis, 2011). These observations can be helpful to an organization because it would open the eyes to superiors who do not witness on the job behaviors daily.

With those evocative words, Frederick W. Taylor had begun his highly influential book; “The Principles of Scientific Management” indicating his view regarding management practices. As one of the most influential management theorists, Taylor is widely acclaimed as the ‘father of scientific management’. Taylor had sought “the ‘one best way’ for a job to be done” (Robbins, Bergman, Stagg & Coulter, 2003, p.39). Northcraft and Neale (1990, p.41) state that “Scientific management took its

In the Human Performance it states that, “Existing job design models have been criticized for being able to explain affective outcomes more consistently than they do those of task motivation and performance.” (Burr and Cordy, 2001, pp. 27.) Business dictionary defines Job Design as, “Work arrangement (or rearrangement) aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks. Through job design, organizations try to raise productivity levels by offering non-monetary rewards such as greater satisfaction from a sense of personal achievement in meeting the increased challenge and responsibility of one's work. Job enlargement, job enrichment, job rotation, and job simplification are the various techniques used in a job design exercise. In my current work position as an assistant to an elementary school district strategist, I can account for many aspects leading to me being promoted to this position from an assistant teacher through the characteristics of job design. In Organizational Behavior and Management, it states that, “job design specifies three characteristics of jobs: range, depth, and relationship.” (Ivancevich, Konopaske, Matteson, pp. 147) The number of duties a jobholder or employees has is defining job range. For example, one of my jobs as an assistant teacher was to make copies for a week of work for the entire first grade class, a week ahead of

Employees may job craft in order to deal with certain aspects of their position that they may find difficult to deal with control over job this can lead to meaningful and fulfilling work and interactions that lead to a sense of purpose, personal growth, better relationships and less stress has shown positive effects on job satisfaction and efficiency as discussed in research at the University of Michigan by Amy Wrzesniewski and jane E. Dutton. Finding new ways to do their job can include adding or taking away some aspects of the position. Finding a proper middle ground, such as managers having an

Scientific management is a management theory developed by Frederick W Taylor. Its main purpose is to improve an organization’s efficiency in production through analyzing workflow systematically using quantitative analysis to improve task completion efficiency. Reducing waste, increasing methods of production and create a just distribution of goods are goals of the scientific management theory. On the other hand, human relations theory attributed by Elton Mayo counteracts with scientific management theory that ignored human issues of behavior. In human relations theory, a worker is treated as an individual and what motivates and cultivates them in their achievement is analyzed. Both scientific management and human relation theory aims to improve efficiency in the workplace and it still applies to the workforce in the modern days despite the opposing ideas of both theories.

The article begins with mentioning a historical background to job design. The historical approach to job design is the Classic Job Design, with a focus on job specialization and division of labor. There are advantages and disadvantages of this focus on job specialization. Some of the advantages include, unique skill and knowledge set, focus and efficiency within an organization and some disadvantages are redundancy and job burnout. Another approach to job design heighted in the article is behavioral job design. The article states that usage of this approach has resulted in greater job satisfaction, as this approach focuses on individual characteristics. Main focus of “Redesigning Knowledge Work” is on a plan that an organization can implement in order to increase productivity and efficiency while maintaining high quality and job satisfaction. However, there are some steps that organizations